CRITICAL SUCCESS FACTORS IN IMPLEMENTING INFORMATION GOVERNANCE (IG)

Presented by: Michael S. Smith; University of Phoenix

Presented to: Stephen Mohan; D. CS, Chair

Teresa North; PhD, Committee Member

Jean Plough; PhD, Committee Member

A QUALITATIVE PHENOMENOLOGICAL STUDY OF CRITICAL SUCCESS FACTORS IN IMPLEMENTING INFORMATION GOVERNANCE

© Michael S. Smith, 2015 All Rights Reserved

Presentation Agenda

• Introduction

• Background of the Problem

• Support of the Problem

• Problem Statement

• Purpose of the Study

• Significance of the Study

• Significance of the Study to

Leadership

• Research Question

• Theoretical Framework

• EIM & Lifecycle Management

• Literature Review

• Methodology

• Population

• Research Sampling Frame

• Participants

• Analysis of Emergent Themes

• Limitations

• Recommendations to

Leadership

• Recommendations to IG

Professionals

• IG Critical Success Factors

• Recommendations for Further

Research

• Dissemination of Findings

• Questions

• References


Background of the Problem

Personal Computing -Beyer, Lapkin, Gall, Feinberg, & Sribar, 2011

Low Cost of Storage -Gopisetty, et. all (2008)

Proliferation of Mobile &

-Moore, 2011

Social Technology


Background of the Problem (continued)

Consolidation of Electronic Tools

-Turner, Reinsel, Gantz, and Minton (2014) Into Smart Devices (Maps, Camera, Music, Video)

Digital Universe -Gantz & Reinsel, 2014

Replication is the movement, storage, and back-up of data. In demonstrating the rapid

growth of data, Turner et al., (2014) noted from “2013 to 2020, the digital universe will

grow by a factor of 10 from 4.4 trillion gigabytes to 44 trillion” (p. 2)

To bring this to common terms, 4.4 trillion gigabytes is 275 million 16 - gigabyte Apple

iPhone’s growing to 2.75 billion Apple iPhone’s by 2020.


Support of the Problem Statement

The proliferation of structured data, unstructured data, and information stored

within an enterprise along with the convergence of increasing regulation and

compliance has created the big data phenomena (Vednere, 2009).

The cost of creating, capturing, managing, and storing information in 2011

was just one-sixth the cost in 2005, while the cost to store and manage in the

digital universe increased IT investment by 50% (Gantz & Reinsel, 2011).

Chaos will reign without an EIM strategy due to increased compliance

requirements, increasing costs, and gaps in data security (Murphy, 2006).

The change in the volume, velocity, and variety of information along with the

increase in regulatory and legal compliance, and a lack of security controls

places organizations at risk and their brand in jeopardy (Beyer et al., 2011).


Problem Statement

The general problem is the difficulty seen in trying to

manage the ever-growing amount of data (Gantz &

Reinsel, 2011).

4.4

Trillion

GB

44

Trillion

GB

Purpose of the Study

The purpose of the phenomenological study was to explore the CSFs

experienced by 20 IG professionals in implementing IG practices within the

EIM at Fortune 500 publicly traded companies within the United States.

Purposeful sampling required creating criteria for choosing people to be

studied (Merriam 2009).

500


Significance of the Study

Few studies cover the big-data phenomenon, yet EIM is a discipline requiring

engagement in extreme information management (Gartner, Inc., 2012).

Organizations experience exponential growth of data and a simple formula is

as follows:

Existing Data + New Created Data = Total Data

Reducing the volume of data through disposition by automation using

IG policies and retention to clean legacy data and manage the

information lifecycle going forward could yield a slower net growth of

data. The formula would be as follows:

Existing Data + New Created Data = Total Data then less disposition

through deletion = Net Data


Significance of the Study to

Leadership The significance of this study to leadership was to provide a reference for

CSFs to guide future leaders in their quest in implementing an EIM system.

Organizations choosing to adopt an EIM program must formulate an effective

business strategy for the complex task and ensure governance of the

program (Lei & Slocum, 2005).

IT and EIM professionals may possibly use this study to further develop their

plans to combat the ever growing volumes of data.


Research Question

What are the critical success factors and lived experiences of U.S. Fortune

500 information governance professionals in supporting information

governance in the effective implementation of an enterprise information

management program?

Are there new patterns that affect the success or failure of an

information governance program?

How does your organization plan the lifecycle of information

in the information governance?

What are the lived experiences of the professionals who have

implemented a successful information governance program?


Theoretical Framework

EIM

IG

CSF’s

Enterprise

Information

Management

Managing all

of the data &

information

across an

enterprise

Implementing an

Information

Governance

(IG) Program

to govern EIM

across an

organization

Critical Success

Factors that

enable a

successful

implementation

of IG within EIM


Enterprise Information Management & Lifecycle Management

EIM is the set of business processes, disciplines, and practices adopted by the

enterprise and used to manage the information created from an organization's

data as an enterprise asset.

EIM

Data lifecycle begins with

the creation of data and

extends through the use,

maintenance and

disposition of data

DLM ILM Information lifecycle

management attempts to

assign appropriate value to

information and specify an

adequate storage

capability, as opposed to

indiscriminately storing

everything.

RLM RLM refers to the creation,

classification, maintenance and

disposition of a record


Literature Review

• Critical Success Factors

• Information Lifecycle

Management

• Data Lifecycle Management

• Risk & Compliance

• Information Governance


Methodology

This phenomenological hermeneutic study was designed to explore the CSFs experienced by 20 IG professionals in implementing IG practices within the EIM program of U.S. Fortune 500 publicly traded companies.

The data collection method was an unstructured interview and permission to document the conversational interview.


Population

The population for this study consisted of IG professionals responsible for

EIM in Fortune 500 companies within the United States.

The preferred participant was the IG professional of the organization, a

position that could be at the vice president, director, or management level.

The context of the study was to understand the

CSFs of an effective EIM from those who had direct

information and lived experiences.


Research Sampling Frame

Contact 50 Participants for Research Study (from Fortune 500 in the United States)

Confirm 20 Senior Information Governance professionals from 20

different companies (return to Fortune 500 list until complete)

Schedule Dates, Times & Type of Interview (in person or virtual teleconference meeting)


Research Sampling Frame (continued)

Conduct

Interviews

Compile

Data

Analyze

Results

1

2

3 © Michael S. Smith, 2015 All Rights Reserved

Sample Population

Study Participant Profiles & Demographics

Participant Job Age Years Reporting to

Number Gender Title Group Experience Business/IT

P01

P02

P03

P04

P05

P06

P07

P08

P09

P10

P11

P12

P13

P14

P15

P16

P17

P18

P19

P20

Director

Director

Manager

Manager

Director

Manager

Director

VP

Director

Director

Director

VP

Director

Manager

Manager

Director

VP

Director

Manager

Manager

41-50

51-60

31-40

60+

51-60

60+

41-50

41-50

51-60

60+

51-60

51-60

60+

41-50

41-50

51-60

41-50

51-60

41-50

41-50

16-20

20+

16-20

20+

20+

20+

1-5

16-20

11-15

20+

20+

11-15

20+

20+

16-20

11-15

11-15

20+

11-15

11-15

Business

Business

Business

Business

Business

Business

IT

Business

Business

IT

Business

Business

Business

Business

Business

Business

Business

Business

Business

Business © Michael S. Smith, 2015 All Rights Reserved

Participant Industries Represented

Financial Services/Banking

Consumer Products

Insurance

Pharmaceutical/Biotech

Manufacturing

Food & Beverage

Industrial/Petroleum

Business Services

28.7%

19.0%

14.3% 14.3%

9.50%

4.80% 4.80% 4.80%


Analysis of Emergent Themes

Theme Emergent Theme Questions Responses

1

2

3

4

5

6

7

8

9

10

11

12

Executive Support/Sponsorship

Risk

Change

Communication

Technology & Automation

Planning

Standards, Controls, Retention & Disposition

Common Language between IT & IG

Quick Wins

Information Lifecycle Management (ILM)

Balancing Needs of the Business & Compliance

Legal

2,3,4,5,6,7,8

2,3,5,10

5,6

6,7,8

2,4,10

7,9

3

2

6,8

7

3

3

90

37

36

36

32

25

19

17

14

8

6

6


Limitations of the Study

From the population, a study sample of 20 IG professionals with a

minimum of 24 months of experience within Fortune 500 publicly traded

companies was used.


Recommendations to Leadership

Leadership may safeguard their data and information by supporting

the IG professional and the program.

Leadership may also assist in their support by providing the

necessary resources to manage risk, promote change

management, and encourage open communication.

Leadership should also monitor the IG program and supporting

technology as part of its strategic planning process. Information

assets should be aligned with the corporate strategy moving into

the future.


Recommendations to IG Professionals

IG professionals need to prepare their organizations at all levels for

an IG program.

To be effective at managing change and communicating across the

enterprise the IG professional must speak in the terms of the

Business.

IG professionals need to develop skills to gain executive

sponsorship, create an IG steering committee, and communicate at

all levels of the organization.


IG Critical Success Factors

Communication

The IG professional should look

to build relationships and

partnerships at all levels of the

enterprise to effectively engage

stakeholders.

Executive Sponsorship

An effective business value

statement should be defined and

communicated.

Technology

Effective automation of the

complex IG requirements

regarding risk, compliance, and

business rules may provide

greater confidence to

executives.

Risk Management

Align clearly with privacy,

security, and risk professionals

within their enterprise on

strategies and plans.

Strategy & Planning

IG professionals should use

industry assessments to

measure their enterprises

current situation regarding IG.

Change Management

People are an important part of

any organization and the change

management plan for IG must

be customized to include the

culture and style of the

enterprise.

Information Lifecycle Management

Successful Information Governance Critical Success Factor (CSF) are the set of factors most essential to the

success of the project. It is what you must have to be successful.


Recommendations for Further

Research

• An opportunity to test the IG Critical Success Factors in

a quantitative analysis is an opening for further research.

• A quantitative analysis of Fortune 500 companies with IG

programs in various levels of maturity would be useful

by surveying executive, middle management and front

line stakeholders.

• Testing a sample of companies who have implemented

the General Accepted Record Keeping Principles against

their financial performance over the last five years.


Dissemination of Findings

• ARMA International Conference 2015

– Poster Session

– Professional Development track presenter for IG professionals

• Information Management Magazine

– Publication proposal for IG practitioners

• Academy of Management August 2016

– Paper Submission

– Paper Presentation

• Feedback to participants once published in ProQuest


Questions

References

Beyer, M.A., Lapkin, A., Gall, N., Feinberg, D., Sribar, V.T. (2011). Big data is only the beginning

of extreme information management. Gartner Research Report, ID Number: G00211490(1), 1-32.

Retrieved from http://www.gartner.com/technology/home.jsp

• Gantz, J., & Reinsel, D. (2011). Extracting value from chaos (IDC 1142). Retrieved from

http://idcdocserv.com/1142

• Gartner, Inc. (2012). IT glossary. Retrieved from http://www.gartner.com/it-glossary/

• Gopisetty, S., Agarwala,S., Butler, E., Jadav, D., Jaquet, S., Korupolu, M, [...]Vogl, N. G. (2008).

Evolution of storage management: Transforming raw data into information. IBM Journal of

Research & Development, 52(4/5), 341-352. doi:10.1147/rd.524.0341

• Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. San

Francisco, CA: Jossey-Bass .

• Murphy, B. (2006, January 3). Information management 101 (Forrester Research Report).

Retrieved from http://www.forrester.com

• Turner, V., Reinsel, D., Gantz, J., & Minton, S. (2014). The Digital Universe of Opportunities: Rich

data and the increasing value of the Internet of Things. Retrieved from http://idcdocserv.com/1678

• Vednere, G. (2009). The building blocks of a global records management program. Information

Management, 43(3), 35-39. Retrieved from http://content.arma.org/IMM/Libraries/May-

June_2009_PDFs/IMM_0509_global_rim.sflb.ashx


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